Abstract
This study was conducted in Bannu, Karak, Lakki Marwat, and D.I. Khan Districts of Khyber Pakhtunkhwa (KP) Province of Pakistan to investigate the relationship between job satisfaction and turnover intention. The study is based on data collected from Wateen and Multinet Telecom companies. Two staged-sampling technique was used in this study. A total of 140 employees were selected from both companies using equal allocation and stratified random sampling techniques. A structured questionnaire with a five-point Likert scale was used to collect information from respondents. Regression analysis was used to find out the relationship between job satisfaction and turnover intention. The results of the regression model indicated that job satisfaction decreases the chances of turnover. The results also confirmed that organizational commitment plays a key mediating role in improving job satisfaction and reducing turnover intentions. The study recommends that organizations should make efforts to promote job satisfaction to enhance organizational commitment and reduce turnover.
Highlights
Organizations invest time and money on recruitment and selection, training and development, employees’ commitment, and service and product quality so that to achieve competitive human resource advantages (Hayes et al, 2006; Griffeth et al, 2000)
The study adopts a short version of the Minnesota satisfaction questionnaires to measure job satisfaction (Weiss et al, 1967) and a questionnaire developed by Foreman (2009) to measure the turnover
The perception of respondents regarding their job satisfaction and turnover was determined by using the mean average score (MAS) which confirmed that independent, moderating, and dependent variables were related to each other
Summary
Organizations invest time and money on recruitment and selection, training and development, employees’ commitment, and service and product quality so that to achieve competitive human resource advantages (Hayes et al, 2006; Griffeth et al, 2000). Employees' turnover adversely affects organizational effectiveness and performance. Effective managers always investigate the causes of turnover and seek to resolve them to retain their best employees. Employees' turnover is common in organizations for many reasons. Because of the nature of the problem and its immediate effects on organizational performance, researchers have made frequent attempts to explore the factors behind employees’ turnover. Different researchers have reported different reasons for employees’ turnover. Cotton & Tuttle (1986) have classified those factors into three types, viz., work-related factors (e.g. job satisfaction, pay structure, self-performance, organizational commitment, and others), personal factors
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